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Volume 1, Issue 2, Spring 2011

Gerald A. Cory Jr.: The Father of Dual Motive Theory team

By mikel duffy, PhD candidate

Consilience Science – as pioneered by ITU’s Executive & Academic VicePresident/CFO, Dr. Gerald A. Cory Jr. – is a new and exciting multi-disciplinary field providing a unifying bridge between the physical and social sciences.

Editor-in-Chief: Dr. Amal Mougharbel Manager: Hubert Chang Editorial Board: Dr. Ahmad Reza Chekeni Barbara Arnoldussen Patricia Wiggin Coordinator: Charitha Valluri Design & Layout: Barbara Gini Roxanne Lee Contributors: Dr. Frank J. Aguilera Dr. Ramesh Konda Dr. Seema Vaid Mikel Duffy Nidhindra Molathati Lanka Ksheera Sagar Rao Larry Reece Ahmad Shaar Rushika Sodha Clair Zhu Special Thanks: Srikar Boddu Lisa Jiang Sai Rudra Bapu Rao Srigadde Contact:

International Technological University 355 W San Fernando St San Jose, CA 95113 The views expressed in articles are those of the writers only and not of ITU or the ITU Journal. ITU Journal is not responsible for accuracy of information cited in the news and events. The Editorial Board reserves the right to edit submissions, with contributions capped at 400 words. Plagarized submissions will be discarded.

At the 2010 Performance Theater Foundation conference in Venice, Dr. Cory’s most recent publication – Consilience, Brains, and Markets: A New Theoretical Approach to Business and Economic Free Enterprise – was a central conceptual theme during this gathering of highly elite political, religious, and industrial leaders as the principal conference volume.

ITU’s support for work in this interdisciplinary research and dissemination initiative is seen by participants in Europe, Asia, and the US as an Consilience, Brains and important contribution that encourages naMarkets Cover Based in evolution- tions and groups to work together to address ary neuroscience, Dual Motive Theory ex- the many ongoing political and economic isplains that humans have two fundamental sues facing the shrinking global village. genetically based physiological motives ITU’s Associate Executive VP, Mikel wired into the human brain: self-interest Duffy is also a student at ITU, maand other interest. The interplay of these joring in Consilience Science. He heads many ITU’s operations such two motives produces an inherent conflict as processing administrative docthat drives all human behavior. uments and managing staff.

Knowledge Management By Ramesh konda, phd

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would need to be met. In knowledge-sharing, for instance, utilizing the available resources is a challenge. To facilitate the sharing of knowledge in a company, it would be helpful if the experts are listed in a searchable format, so that employees can search their colleagues by subjectmatter expertise.

KM. In addition, there is yet to emerge a set of agreed-upon definitions for the terms used in KM. Depending on its availability to the public, knowledge could be classified as either explicit or tacit. Explicit knowledge is gained through either experimentation, experience, or research, and can be saved in docu- KM is being integrated in ments. many corporations, due to its positive return on investTacit knowledge is based on ment. However, organizaintuition or personal experi- tions need a systematic, ence, has a personal quality, timely, and cost-effective and is hard to articulate or approach. A successful and convey. KM involves apply- sustainable KM requires the ing the knowledge (action- application of a triad, comable tasks) gained from data, posed of people, process, information, and domain ex- and technology. pertise. KM has five stages: capturing, codifying, creat- KM experts differ in their ing, sharing, and applying opinions about the optimal the knowledge. Each stage proportions of each; neverhas its own challenges that theless, most seem to be in


agreement that the three factors are the main components of KM. Failure to address each of these factors in relation to the organization’s structure and needs might result in failure of the KM initiative itself. The following can be considered as key areas for future research in KM: Developing a body of knowledge; developing common definitions; developing a model for capturing, storing, and dissemination of knowledge; and implementing KM in an organization. ITU faculty, Dr. Konda’s experience includes IT systems, database management, data analysis and mining, QA, and manufacturing processes. He’s a Fellow of the American Society for Quality (ASQ).

ITU Journal - Volume I, Issue II, Spring 2011  

ITU Journal's second issue comes with more thought-provoking articles!

ITU Journal - Volume I, Issue II, Spring 2011  

ITU Journal's second issue comes with more thought-provoking articles!